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What should the new organizational structure look like? Where the systems manager should put each manager?
• When should the new organizational change be announced? Explain which would be better: to make the announcement at the same time as the appointment of the systems manager, or at a later date?
• Should the systems manager invite any of his people to provide input to the organizational restructuring? How can this be used as a technique to ease power plays, if at all?
• If the manager were to provide seminars to train his people for the new organization's structure, which would be better: inside seminars, or outside seminars? How soon should they be held?
What do you feel is the major cause for this downfall of the functional manager?
How does the transformation process apply to the field of construction management, and how you might apply the basic concepts?
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